Topic 1.

2
Introduction to Management
 Evolution of Management
• Management is ideas and methods based on
assumption about how people and systems operate

• Management evolved – based on the behavior or

people and environments or surrounding (internal
and external environments)
 Internal and external environments
Internal Environment Internal Environment
 Approaches of Management
Classical approach (1800 – 1900)
- Management to fulfill the physical and economic needs

Behavioral approach (1915 – 1930)

- Focus on human needs, work satisfaction and good working condition

Quantitative approach (1940 – 1950)

- Involves mathematics techniques, information models & computer simulations.

Contemporary approach (1960 – present)

- Adapts and adjusts to current systems and changes in environments
 Classical approaches (1911-1947)
• Based on belief that workers only have physical and economic needs
• Social needs and job satisfaction are not considered at all
• This approach has recommended that:
- specialization in labour
- centralized leadership
- centralized decision making
- profit maximization
• The prominent theories on classical approaches are:
- scientific management - scientific studies on work methods, specialization.
- bureaucratic management - impersonally management and formal organizational
structure with specific guidelines and methods
- administrative management – 5 management functions must be performed to achieve
the organizational goals
Behavioral approaches (1915 – 1930)
• This approach deals with human factor, human relations and organizational
structure
• Divided into 2 categories
1. Human relations movement
- encourage higher performance by suitable job, conducive workplace, peoples’
integration
- coactive power by managers, acceptance and satisfaction
2. Behavioral science movement
- advance human relations to identify bad workers (Theory X) and good workers
(Theory Y)
- workers will do well if challenged and motivated by management
- To fulfill one’s needs, they have to perform. (Maslow’s Hierarchy of Needs)
 Quantitative Approaches (1940 – 1950)
• Management uses quantitative techniques such as statistics, mathematics, information
models and computer simulations to make decisions
• 3 theories on quantitative approaches
1. Management science theory
- Findings from operation research are use to facilitate the decisions
- Precise findings come in the form of numbers and interpreted to information.
2. Operation management theory
- Managers identify the best techniques to produce products/ services efficiently
- Techniques can be – good plan layout, monitoring system, production planning
3. Management Information System (MIS) Theory
- Decisions are based on computer-based information
- Data are collected in large amount (hourly/ daily) and processed into information.
- Information shows patterns and graphs that help managers to make decision.
Contemporary Approaches (1960 – present)
• Emphasis on integration of man and machine
• 2 major contemporary approach theories
1. System approach
- Management tries to view organisation as unified, directed interrelated part system
towards a common goal
- As a system management receives inputs, process and transform the inputs into desired
output, then the output is channelled to consumers and feedback is collected to improve
the system for the future
2. Contingency/ Situational approach
- The best way to manage is by responding to particular circumstances faced by the
organisation
- Matching certain situation and the right leader is best way to manage an organisation.
 Organisational Culture
• “The way we do things around
the organisation”

• The basic pattern of shared assumptions,

values, beliefs and practices that govern
the behavior in an organization and these
assumptions, values, beliefs and practices
are transmitted from one generation of
employees to the next and observed by all
new organizational members.
The Functions of Organisational Culture
• Organisational culture is the shared philosophies, ideologies, values,
assumptions, beliefs, expectations, attitudes and norms the knit the
community together.
• The way things are done together in the organization.
• Every member in the organization is able to decide to be part of the
organization and be loyal
• By embracing the same organizational culture, the employees agree to be
effective to strengthen the organisation
• Leaders or managers are able to identify the root of the problems in the
organization and solve it.
• Easy for the leaders or managers to make changes in the organization for
improvement
The Organisational Culture And Tourism Management
• Employees agree to undertake the
development or change of policies and
strategies - Policies and strategies for
tourism evolve very fast due to the
change in economic, social,
environment to cater for the tourists
needs
• Employees agree to improve the
regional links and development of
knowledge and skills - Links and
collaborations are vital in tourism
industry. No single sector can stand
alone.
The Organisational Culture • Integration is implemented through a
And Tourism Management system of management by objectives and
providing for interdepartmental
collaboration to tackle interdependent
tasks. - Teamwork and cooperation are
needed to create a full package tourism
product
• A satisfactory tourism network, groups ,
councils and other appropriate mechanisms
ensuring close collaboration between all
parts and sectors - tourism industry are
made of network (Tourism Malaysia), groups
(MAH, MATTA), councils (PATA, WTO) to
create an effective mechanism for tourism
development.